How Social Styles Affect Assertive Behaviors Research Paper

How Social Styles Affect Assertive Behaviors - Research Paper Example Personal development takes many forms, from improving personal performance, to changing emotional states in particular situations such as public speaking, interviews and presentations. Even after working for weeks, preparing the presentation to the best of one ’s ability, ignoring the nerves building up he doesn’t get the response he desires for. For one reason or another, his brain has learnt to provide him with the wrong unconscious response when he speaks in public. Instead of appropriate levels of adrenalin and excitement to optimize his performance, he gets a fear response as if he is being attacked by a wild animal. Everything in his body and mind is saying "run away!† But he can't, he has to ignore his 'fight or flight' response and stay put and what's more, he has to sound eloquent and informed at the same time. Public Speaking demands lots of experience and knowledge. One needs to get rid of the Public Speaking fear that could only happen when one enjoys speaking in public and giving presentations. Personal Growth plays an important role in Personal Development. All of nature from the acorn that becomes the Great Oak to the microscopic cell that becomes a Sperm whale experiences personal growth. What makes humans different is that we are in the unique position of being able to do it consciously. Personal growth means different things to different people. It may be that one is potentially infinitely perfect! However, he will be aware that there are areas of life where he would like to perform better. When we look around we will notice there are people who have particular skills, traits that we would like to absorb into our own character.

Hybrid electric vehicle Essay Example for Free

Hybrid electric vehicle Essay QD = f? P, PS, PC, Y, A, AC, N, CP, PE, TA, T=S †¦? [2. 1] where QD = quantity demanded of (e. g. , Toyota Prius or Chevy Volt) P = price of the good or service (the auto) PS = price of substitute goods or services (e. g. , the popular gasoline-powered Honda Accord or Chevy Malibu) PC = price of complementary goods or services (replacement batteries) Y = income of consumers A = advertising and promotion expenditures by Toyota, Honda, and General Motors (GM). AC = competitors’ advertising and promotion expenditures N = size of the potential target market (demographic factors) CP = consumer tastes and preferences for a â€Å"greener† form of transportation PE = expected future price appreciation or depreciation of hybrid autos TA = purchase adjustment time period T/S = taxes or subsidies on hybrid autos QS = f? P, PI , PUI, T, EE, F, RC, PE, T=S †¦? (Equation 2. 2) where Qs = quantity supplied (e.g. , of domestic autos) P = price of the autos PI = price of inputs (e. g. , sheet metal). PUI = price of unused substitute inputs (e. g. , fiberglass) T = technological improvements (e. g. , robotic welding) EE = entry or exit of other auto sellers F = accidental supply interruptions from fires, floods, etc. RC = costs of regulatory compliance PE = expected (future) changes in price TA = adjustment time period T/S = taxes or subsidies. Product A is more riskier as Std dev / mean = 0. 8 and for Product B it is 0. 5 thus A is more riskier Not yet rated Anonymous 1 hour later fot this we will calculate the coefficient of variation of both the product. coefficient of variation= SD/meanx100 coefficient of variation of Product A= 40000/50000100= 80% coefficient of variation of Product B= 12500/250000100= 5% higher the coefficient of variation higher will be the risk, therefore Product A is more risker.

Training Needs Analysis (TNA) Cycle

Training Needs Analysis (TNA) Cycle Training Needs Analysis (TNA) is the first stage in the systemic training cycle and is also a process the training and human capital professionals undertake to identify any gaps in employee knowledge. The systemic training cycle comprises of the following stages: training design, training delivery, and evaluation). The basic of a basic structure for a modern effective and socially responsible training and development policy is the assessment of the gaps that exist between what the employee actually has and what they require in terms of skills, knowledge and attitudes in term of process. However, the nature and purpose of a TNA can have different meaning and perspectives depending upon the various people and organizations in the process, resulting in misunderstanding about expectations and what can be achieved. Boy dell (1976); one of the earliest writers about TNA, proposed a systematic approach to training needs that had its origins in analyzing requirement through a method based on organizational objectives. It is important that a training policy must provide the basic system and management guide for the people who are involved with the process of designing and developing training manuals within the organization-for example whether manuals must contain the training policy; whether manuals are course-specific or job-specific or departmental specific; who is responsible for designing and whether the media formats of manuals are printed, online, etc Boydell (1976, P.4) stated that A training need exits when the application of systematic training will serve to overcome a particular weakness. He also argued that, The identification of training need must therefore be resolved before training itself can be usefully undertaken. A TNA is an effective way to identify any gap between the skills a business need and those that employees have. It involves gathering information to locate areas where employees could improve the performance, Employee surveys, management observations, customer comment, company meeting and inspection can be utilized to collect this information, A TNA can assist in clarifying the objectives in training staff and this is invaluable for ensuring that money is spent on training that will enhance that achievement of the business objectives. Bartram and Gibson (1994) stated that, Analyzing training needs provides a focus and direction for investment on organization has to make in its people.Similarly, Bee and Bee (2003) asserted that business to close any performance gap. To carry out a TNA, you need to: Analyze your business goals and skills to meet these goals. Determine whether you are changing your products or business processes and what information or training employees will need to be effective in their job. Evaluate who you want to train and how best to reach them Establish how staff will best accept and integrate training and their preferred learning method Evaluate the training in place and decide what your company can and cannot provide in the way of in house training funding and time. Assess which consultants or training provides can fill these gaps. Take a decision on which type of training fits your needs best. Two political considerations influence TNAs were noted by Read (1994) They are: establishing who has ownership of the TNA will indicate whether the finding are ignored or implemented and the person who actually pas for it will indicate the real client, who is normally senior management. However, this systematic approach to TNA inclines to concentrate largely on organizational perspectives. Reid and Barrington (1999) recognized these perspectives, but asserted that these needs can occasionally conflict, e.g. long-term development for an individual and lack of promotion chances may be at variance with each other. It is important to assess kills gaps at all leers of the business. Learning and development are on-going and pro-active (Sloman, 2003). They should not have to wait for business needs and training objectives to be set before embarking on a program. Thus, individuals need to be more responsible for their own learning, rather than waiting for the organization to guide them. Seeking employee input can be particularly revealing as they are ore likely to experience the daily problems that arises when there is a skills gap. This makes them well placed to identify the skills and training they need in order to improve performance. The Meaning of TNA for Different Groups Potential conflicts between the organization managers and recipients about the ownership and purpose of TNA are unhelpful and counter-productive. Research was conducted among three separate groups to examine their understanding of TNA and identify similarities and differences, in order to help in resolving some of the misunderstandings. Passenger transport managers who had been recently queried about training needs; Training managers from other organizations and responsibility from TNA, and Training consultants who work independently and who predominantly design and deliver training based prior TNA investigations. Data collection involved the distribution of the different questionnaires about the purpose and process of conducting TNA to the three groups above. Most of the questions were similar across the groups with additional ones being directed to specific groups depending upon their background. Following u are individual interviews involving each of the groups. The facts were then studied using grounded theory (a method which involves developing a theory derived from the themes emerging from the data). It can be gathered form the table that there are both commonalities and some noticeable differences expressed that business needs were a dominant focus for all groups and that this should be constantly considered throughout the systematic training cycle. Conclusions and Recommendations The analysis revealed a number of findings to which recommendations have been made: Business needs emerged as the main focus of training needs analysis. These business need should be clearly communicated. From an individual perspective, the person may wish to learn different knowledge, skills, and attitudes atc, than those prescribed by the organization. It may be advisable to consider both sets of needs. The various people involved with the TNA process should be aware of their part in the whole process. This should involve clear communication about its purpose, the process and decisions about training will be made. Personnel involving with TNA should be aware of the expectations arising from those who are on the receiving end of the investigation. Often, genuine concerns were raised which were ignored because there are more important priorities, but if so, this should be communicated sensitively. A clear and transparent process will enhance trust in the process and the organization. It will also encourage those in human resource and other management positions to create a more democratic process. Defining Training According to Nadler (1984): Training is the organizational activity which aims to improve an employees performance. Education consists of activities designed to prepare employees for future jobs. Development is those learning activities designed to help the individual employee grow but which are not confined to a particular job. Nearly all companies provide training for their employees but there is a great variation in the amount of educational and developmental activities organized by firms. Training maybe defined as the attempt by an organization to change employees through the learning process so that they are able to execute their jobs as efficiently as possible. Training programmes must be designed to maximize learning. Training may or may not be conducted in a classroom. Learning can take place in a variety of situation, none of which requires a classroom. The Benefits of Training In general, the benefits of training outweigh its costs, even when those positive outcome cannot be evaluated in financial terms. Robert Steinbach (2004) says, Inadequate training leads to poor performance, angry customers and high turnover exactly the kind of problems that keep supervisors too busy to focus or training. Talk about a vicious circle! The advantages of effective training include: Training increases workers productivity Training increases workers job satisfaction Training keeps workers skills and knowledge up-to-date Training helps to motivate workers Training helps to increase worker productivity by improving their ability to do their current job. Learning organizations take proactive steps to retain employees knowledge within the organization. Training is a major financial investment for the employer and reasonable returns are expected. A systemic approach to training is the best way to ensure effective training. The steps to be followed in organizing a training programme are listed below: Identify Training Needs Set training Objectives Design the Training Programme Implement the Training Programme Evaluate the Training Programme Before organizing a training programme, a training needs analysis should be carried out. Timothy Ho Ha Yin (2003) describe a training needs as the gap between an actual situation and the desired situation. Situation may refer to job performance, knowledge, skills, behavior or attitudes. In other word, gap analysis indentifies the difference between what is actually happening and what was planned to happen. The training needs assessment is best conducted upfront, before training solutions are budgeted, designed and delivered. The output of the needs analysis will be a document that specifies why, why, what, who, when, where and how. The document should contain the following questions: Why do people need the training? What skills need imparting? Who needs the training? When will they need the new skills? Where may the training be conducted? How may the new skills be imparted? Thus training is needed when: Individual workers are facing difficulties in performing their jobs satisfactorily. New workers are hired. New technology and procedures are introduced. Individuals are transferred or promoted. A major change such as a merger takes place. In clarifying the purpose of the Training Needs Analysis (TNA), the following should be considered: At the organization level? At the project level for a specific project? or At the department level for specific employees? Your answers to these questions will decide: Who will conduct the Training Needs Analysis (TNA) How the Training Needs Analysis (TNA) will be conducted and What data sources will be used To carry out an analysis of the employees training needs, certain steps should be followed: Identify a performance problem Decide whether the problem is serious enough to justify action Identify the cause of the problem Produce alternative solutions to the problem Choose the best solution and implement Training Needs Analysis (TNA) must be carried out continuously as there is no short-cut to effective training and those involved in indentifying needs may: Require supervisors to prepare a report on the training needs of each and every worker reporting to them, especially new staff undergoing probation. Require all workers to periodically assess their own knowledge and skills and apply to attend training in areas in which they are weak. Require workers to evaluate the strengths and weakness of supervisors, so that appropriate training can be organized for and supervisors who are unable to effectively manage their sections well. The focus of these involved in organizing training must be the needs of the employees and the organization. To ensure only, relevant programmes are offered, some organizations utilize a competency approach whereby a careful analysis is conducted of each job grouping in the organization to identify the competencies heeded by employees at various levels in the job concerned. An example is shown below: Set Training Objectives As the main aim of training is to improve employees abilities and performance on the job, hence clear and specific objectives for each programme must be tabled. The objectives should be quantified as measurable objectives which are crucial in the evaluating process. They also act as a guideline to the trainee as what is expected of him/her. As Mager (1984) says If you know where you are going, you have a better chance of getting there. An ideal training programme objective comprises of three parts and includes a statement of: Terminal behavior Standards to be achieved Conditions of performance Training Needs Analysis Method Employee Performance Appraisal During the final part of the performance appraisal discussion, each workers manager discusses training and development needs. In general, the manager constructs an employee Performance Development Plan in collaboration with the employee being appraised. The Plan takes into consideration: the organizations strategies and plans agreed employee goals and targets the employees performance results the employees role description feedback from internal/external customers and stakeholders, and the employees state career aspirations Improvement Project To carry out this successfully, the performance consultant needs to be familiar in process improvement methods and employee motivation theory and practice. Examples of improvement projects include planned and structured attempts to decrease the incidence of product defects, increase sales volume and reduce the number of customer complaints. The causes of underperformance needs to be determined through a series of structured questions. Possible causes and solutions are discussed and training solutions identified, where appropriate. When training is identified as suitable solution, we recommend a training needs analysis questionnaire (with the suitable stakeholders) which will give you the information needed to the program design phase. An effective Training Needs Analysis questionnaire worksheet will cover at least the following areas: Training Needs Analysis Context: Project Sponsor Reason for Request Participant Roles Organizational Objectives Training Program Objectives Target Population Number of Participants Location Department Education/Experience Background Current Job Experience Current Performance vs Expected Performance Language/Cultural Differences Anticipated Attitudes Task Description Task Description Frequency Proficiency Performance Criteria Conditions Underpinning Knowledge Constructing a Training Calendar The main objective of this tool is to ensure that it needs to be tailored for your specific organizations real needs as many managers are not skilled in identifying which of their problems can be solved by training and which cannot. Make sure you engage in constructive communication about what their real problems are and which of them can be addressed through training. Consult your management team by studying which of the following areas required to be included in your training calendar: management, leadership and supervision skills soft skills, such as communication and conflict resolution environment, health and safety human resource processes, such as performance management business skills, such as strategy, planning and process improvement technical line and staff skills such as telephone etiquette and inventory management Data Sources In conducting a Training Needs Analysis (TNA), a number of factors have to be considered before selecting which data sources. These factors include: the amount of time you have available the human resources you have available the level of accuracy you require the reliability of each data source the accessibility of each data source The data sources that you have available may include: interviews/surveys with supervisors/managers interview/surveys with employees employee performance appraisal documents organizations strategic planning documents organization/department operational plans organization/department key performance indicators customer complaints critical incidents product/service quality data Techniques for Determining Specific Training Needs A number of practical methods can be used to gather data about employees performance. None of these methods can stand alone. Always use at least two. One of those that should be chosen should always be observation. Observation Interviews Questionnaires Job Descriptions The Difficulty Analysis Problem Solving Conference Appraisal Reviews Drive Pattern Identity Analysis of organizational Policy Whatever the method used to identify training needs, at least the following three points must be kept in view: These methods should be used in combination, that is, there should be no dependence on only one method. They may be used to identify training needs of each of the various groups of employees. They should be applied to individual employees since training needs vary with each employee. Sales Staff Training Needs Analysis Telecoms Malaysia, a major telecommunication provider, is hiring sales staff for its business. The skills included are important in our sales representatives who are dealing with customers directly, Thank you for your time completing this analysis. At Telecoms Malaysia we are examining our human resources needs and exploring what can be done to provide our employees with the resources and materials you need in order to do your job most effectively. Building sales competencies will be a critical strategy for growth and planning. Thank you for your time and energy in making Telecoms Malaysia the best it can be. In the questionnaire below, place a check mark in the column that reflects your current level of skill or ability for each skill listed. Rank your skills on a sliding scale, with 1 being poor or beginner-level skills and 5 being strong skills or more advanced experience in that area. Your responses will help us determine your current skill set, so we can plan the most effective training program to help you excel at your job. How to Use this Training Needs Analysis Questionnaire Whenever youre conducting a training needs analysis, youre looking to evaluate the current skills of your staff so you can figure out what areas they need the most training in. Having a proper training plan in place means that workers can work more productively and efficiently, because theyll have the skills they need to get the job done right. After distributing a training needs analysis questionnaire like the one above, you have to analyze the results. The first step of doing that is deciding which of the skills listed are the most important to your business. Mark them or highlight them. Then look at those most important skills and see which of them has the lowest ranking based on employee feedback (the most 1s and 2s for example). These should be your priority areas for employee training. Theyre the weakest skill sets in the most important areas for your company. Once youve taken care of training in those areas, you can decide if the questionnaire results show training in other, less important, areas is also worth pursuing.

Image Processing :: essays research papers

Adaptive Shape Contour Tracing Algorithm ABSTRACT In this paper we are going to present a new shape contour tracing algorithm called  ¡Ã‚ §Adaptive Contour Tracing Algorithm ¡Ã‚ ¨. The algorithm can trace open and closed discontinuous digital shapes and return an ordered set of boundary points that represent the contour of the shape. Unlike other algorithms that return boundary points that are part of the traced shape, our algorithm returns background points that are adjacent to the shape ¡Ã‚ ¦s contour. Furthermore, the algorithm is not hindered by shapes that are noisy and ill-defined as it can adapt to interruptions in the shape ¡Ã‚ ¦s contour using a pre-set tolerance and is able to scan multiple neighbors of a given point. The algorithm has a low complexity and no restrictions on the type or size of the traced shape. The extracted ordered set of boundary points represents the contour of a given shape and is important for curvature-based shape descriptors. Categories and Subject Descriptors I.4.6 [Image Processing and Computer Vision]: Segmentation  ¡V Edge and feature detection, Pixel classification General Terms Algorithms. Keywords Image Processing; Contour Tracing; Shape Boundary Extraction. 1. INTRODUCTION Contour tracing is an important process in boundary-based shape matching. All shapes are represented by a pattern of pixels and the contour pixels are usually a small subset of that pattern. Curvature-based shape matching methods rely on the contour pixels to describe the irregularities in shapes and a reliable contour-tracing algorithm is needed to extract the boundary of shapes. If the shape has holes then another hole search algorithm need to be applied to extract the hole pattern and such an algorithm is not part of this article. We developed a sequential contour-tracing algorithm denoted the  ¡Ã‚ §Adaptive Contour Tracing Algorithm ¡Ã‚ ¨. The algorithm computes the surrounding contour of any shape and adapts to all types of closed curve representations whether they are filled or partially filled digital shapes. Any pixel, 1-pixel wide lines, and full shapes could be traced and represented by closed curves. The algorithm also accounts for discontinuities in the shape contour and can reach nearby pixels. The contour trace starts from the top left point or pixel closest to the shape and proceeds clockwise following the surrounding of the contour of the shape rather than the contour itself. The path around the contour is traced in a look-forward sweep pattern to find the next surrounding point that is closest to the contour. The path is then closed when the start point is found.

Case Study Wilton Petroleum Jelly Essay

If you were Morris, and if Taylor had been a conscientious employee in all other areas, would you still have fired Taylor for committing theft? Why or why not? If I were Morris I would fire Taylor regardless if he might have been a conscientious employee within the organization. Even though Taylor had the proper knowledge, skills, and abilities that are associated for Wilton Petroleum Jelly he had a negative employee personality for the company. The fact that Taylor displayed unethical behavior by stealing gas and a ten dollar hammer he should be terminated. As in most companies there is a policy that states the theft of company property is grounds for dismissal. The behavior of Taylor determined that he could not be trusted in the company as an employee. Furthermore, the duty of a manger is to enforce the policy of the organization in relationship to its corporate culture. In addition, the fact that Taylor was a good employee for the company did not justify the reason that he committed a crime. Fortunately, Taylor should be glad that he got terminated from the company instead of facing fine or possible jail time. Also, the ten dollar hammer that was stolen validated the grounds for termination within the organization. Taylor tried to take the a hammer that was worth 10 dollars so he should be charge for the hammer along with the fees of the amount of gas that he stole from the company. There is no reason for Taylor to continue to work for the organization since he is clearly taking advantage of the company for his own personal gain. Employee theft is a problem in which a business can lose thousands of dollars per year. According to the authors Thomas, Kimberly, Jones, et al (2001) there was a relationship associated with employee theft and turnover rates in the restaurant industry. In some cases employees that were likely to steal, would to steal if they were leaving in two weeks than leave within a year of an organization. Equally important, in a company one of roles of an organizational psychologist is to try to understand employee behaviors. The knowledge of employee behaviors may eliminate employees from stealing in the future. Thus, Morris should discuss the incident about the theft to Taylor to find out the reason why Taylor stole from the company before terminating him. Next, do you think Taylor â€Å"got what was coming to him† in this case, or was he â€Å"set up† by Morris and thus was a victim of entrapment? Even though Morris did set him up within the company it did not excuse the fact that Taylor committed a crime at Wilton Petroleum Jelly. As in most companies the security department and managers are not capable of watching employees all the time. In some circumstances it is the employees that are the ones that report thefts that occur in most organizations. In the business Taylor knew he was committing a crime by stealing the gas in the company. Likewise, Taylor was not aware that he was being set up for entrapment which occurs in most companies, and there are notifications of video surveillance on the premises of organizations. Morris may have had an ulterior motive in which he was trying to get Taylor terminated. Equally important, Taylor was not terminated for taking hundreds of dollars’ worth of gas he was terminated for the theft of a hammer. Further, there is a possibility that Taylor might not have been terminated had he not stolen the hammer. Taylor was a victim of entrapment but that does not validate his actions of company theft. Taylor may want to argue that he was setup by Morris and he might have not stolen the hammer in the first place. The problem that Taylor would have to present would be his explanation for stealing company property on his own defense. In reference to the author Dekker (2004) in order to terminate an employee fairly and employer needs to have substantial evidence against the employee. The used of devices such as cameras, telephone tapping, are substantial for employee termination. There are companies that invest thousands of dollars on security systems to reduce employee theft within their organization. Therefore, even though Taylor was entrapped he still violated company policy be stealing from Wilton Petroleum Jelly. Also, do you think that spying on the employees with peepholes and cameras to detect theft or other crime violates an ethical business principle? Why do you feel as you do? The spying of employees with though there knowledge is an invasion privacy. On the other hand, there are circumstances where it might be necessary in order to capture employees that commit corporate crimes. In a company employees need to be aware that they are observed within the company. The process of using cameras is a good theft deterrent to save company cost and create a safer workplace environment. Further, ethics should be considered where to draw the line as far as employee surveillance. Unfortunately, in society there are many crimes that occur in the workplace that are more serious than employee theft. There are some organizations in which employees are searched when they come to work and before they leave the company. The organization should try to take all measures to prevent crimes from occurring ethically. The ethical business principles should be within the legalities of the law when it comes to video surveillance. An employee should not have to be viewed through peepholes without there knowledge. A policy needs to be developed in which all cases of surveillance are covered so the employee is well aware they are being watched. There are places that employees should never be observed such as in restrooms which would be considered unethical. The authors Crossen (1993) in most companies the solution to unethical behaviors is the monitoring of and searches of employees. The strategy may come at the privacy of the employee. Finally, the observation of employees should be ethical so that the employees’ rights are not violated. Too, what effect might Taylor’s dismissal by the company have on other employees? The effects of Taylor’s dismissals will cause employees to think twice about stealing from the organization. Taylor could be used as an example as to what happens when an employee steals from Wilton Petroleum Jelly. In a sense Morris tried his best to prevent stealing from occurring within the business by reporting the actions that happened. The actions of Morris can create a more ethical business because employees will feel as if their being monitored. Morris was determined to try every way possible to reduce unethical behaviors. There are some companies in which a personality test is given in regards to organizational theft. Unfortunately, there are some employees that have to follow the actions of others within a positive or negative manner. The dismissal of the Taylor would most likely be stated to new hires that they could get caught not matter how hard they try to conceal unethical behavior. According to the authors Victor, Trevino, Shapiro, et al (1993) the reporting of a theft by a peer that may have been associated with organizational responsibility, the interest of group associates, and perceptions of justice. Actual reporting of negative behaviors was more likely to occur when peers with retribution of justice. In conclusion, the example of the employee getting terminated from the company may cause prevention. The employees may feel as if they would get caught since they do not know when their being observed within the business. The example of Taylor is beneficial in the prevention of future employee thefts in Wilton Petroleum Company. References Crossen, B. R. (1993). Managing employee unethical behavior without invading individual privacy. Journal of Business and Psychology, 8(2), 227-243. Dekker, A. (2004). Vices or Devices: Employee Monitoring in the Workplace. S. Afr. Mercantile LJ, 16, 622. Thoms, P., Wolper, P., Scott, K. S., & Jones, D. (2001). The relationship between immediate turnover and employee theft in the restaurant industry. Journal of Business and Psychology, 15(4), 561-577. Victor, B., Trevià ±o, L. K., & Shapiro, D. L. (1993). Peer reporting of unethical behavior: The influence of justice evaluations and social context factors. Journal of Business Ethics, 12(4), 253-263.

The american dream theme in death of a salesman essays

The american dream theme in death of a salesman essays What is the American Dream? Some would say to be wealthy. Others would say the American Dream is being able to obtain and support a family. At times, people struggle to achieve the American Dream forced upon them. In Death of a Salesman Arthur Miller portrays the American Dream through symbols and the characters Willy and Biff Loman. By using the different symbols seeds, diamonds, and the Loman house Miller presents the theme of the American Dream. Seeds symbolize Willys desperate attempt to prove the worth of his toils as a father and salesman to achieve the American Dream. The seeds also symbolize Willy trying to leave something for his family. He says, Nothings planted. I dont have a thing in the ground.(Miller, Act 2; 96) Despite Willys venture to nurture the seeds he fails to make them grow. This failed attempt parallels Willys relationship with Biff. Willy blames himself because Biff hasnt done anything with his life. The seeds he plants are just like how he continually plants false hopes, both will die and never come to flourish (Murphy and Abbotson 4). Diamonds symbolize Willys downfall as a salesman. While his brother Ben flourishes in wealth Willy struggles to put food on the table and pay bills. Ben states for the second time how he walked right into the jungle and came out rich four years later (Mi ller, Act 1; 36). Willy seems to regret not going with him and achieving financial security in order to have a part in the American dream. Willy worked hard until his death to try and get everything paid off, especially their house. Ironically it wasnt until after his death that his wife, Linda, made the last payment. The Lomans house is an important symbol of the gruesome work Willy went through to try and support his family. It [the Loman home] is where he and his wife raised a family, that icon of the American way, and reached for the golden glitter o...